Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

I am both an engineer and a mediator in the Boston District Courts. I’m also a non-attorney arbitrator with the Massachusetts Bar Association. On the engineering side, I helped found a company that develops telephony-based, speech-recognition applications. I retired, after 28 years, as chief for Quality/Customer Satisfaction.

My volunteering for MIT has been very focused on helping the next generation of students. I coached undergraduate students one-on-one for the CCLP program for 14 years and have been a mentor with the UPOP program for over 10 years, teaching leadership and team skills. I mentor MIT startups, and I teach workshops in Negotiation, Difficult Conversations, Moderating Design Disputes, and Helping Small Businesses Avoid Court.

My MIT and non-MIT board and leadership experiences are diverse and decades-long and have given me an appreciation of how volunteers can be successful. Also, my experience in mediation helps make the committees that I’m on more effective by keeping potentially acrimonious conversations productive.

2) What qualities are important in a president or term director?

A president, term director, or any good leader is someone who moves an organization forward while helping the people on the team also be successful. A president should know not only who all the stakeholders are in the outcome of decisions but also what their interests are and how their interests interact with the interests of the other stakeholders. Some of the most important skills are listening and making sure that all ideas, from as many different people as possible, get put on the table.

Another important quality is modeling the way for an organization, which requires these additional skills:

• Having a growth mindset of being a perpetual learner
• Being able to recruit alums to contribute their time and money with a compelling vision
• Inspiring the team to strive towards a common goal with no tangible reward for themself in a volunteer organization

3) How would you evaluate candidates for those qualities?

I would evaluate the candidate on the following:

• How have they handled situations with many stakeholders and many competing interests?
• How have they made organizations successful or better because of their efforts?
• How have they attracted resources to their organizations, not just financial but talent and people wanting to join in the effort?
• How have they led teams, learning the needs of the team members and helping ensure their success?
• Is there a commitment to diversity and inclusion?
• Are they able to handle/help resolve conflict when the parent organization chooses a path or makes a decision they don't agree with?

Degree Information

SB 1982, Mechanical Engineering, MIT
MS 1984, Stanford University

Awards and Honors

Harold E. Lobdell ’17 Distinguished Service Award, 2011
Great Dome Award, 2010

Alumni Association Boards and Committees

K-12 STEM Education Working Group, Member, 2013–2014
K-12 STEM Education Working Group, Member, 2010–2012
Committee For Tech Day, Member, 2003–2006

MIT Class

Class Reunion Committee, Member, 2011–2012
Class Reunion Committee, Member, 2006–2007
Class Reunion Committee, Member, 2001–2002

MIT Club and Affinity Group

Club of Boston Member, Seminar Series Committee, 2005–2006
Club of Boston Member, Gala Committee, 2005–2008
Club of Boston Gala, Co-Chair, 2001–2002

Educational Council

Educational Council, Member, 1992–present
Educational Council, Member, 1984–1986

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

My commitment to MIT's alumni community was catalyzed by my 10th reunion in 2011, when serving on the planning committee revealed how alumni volunteers can meaningfully shape our post-MIT experiences. As a recent member of the Board of Directors, serving on programs and finance committees, I've gained deep insight into the Association’s strategic priorities and operations. My leadership in alumni affinity groups and two volunteer recognition awards demonstrate my ability to energize and engage our alumni community.

Professionally, my roles as assistant dean and executive director at MIT have honed my selection and evaluation skills. I’ve developed objective criteria and led unbiased selection processes for student programs. These experiences, combined with over a decade of volunteerism, have taught me the importance of cultivating diverse leadership communities.

Lastly, my consistent annual giving and active participation in the life cycle of MIT reflect my dedication to strengthening our alumni community through both service and philanthropy, while ensuring the Institute continues to thrive for future generations.

2) What qualities are important in a president or term director?

The ideal president or term director of the MIT Alumni Association must be a strategic advisor who champions diverse perspectives while advancing both the Association’s mission and MIT’s goals. Their experience should demonstrate success in uniting varied alumni communities—from recent graduate to seasoned professionals, across industries and geographies. They should excel at fostering connections between alumni and MIT’s ecosystem of students, faculty, and administrators.

These leaders must possess an understanding of MIT’s strategic priorities while serving as trusted advocates for alumni interests and aspirations. Essential to these roles are exceptional emotional intelligence: the ability to listen deeply, synthesize diverse viewpoints, and transform feedback into actionable strategies while collaborating with the Association’s professional staff and CEO. Their personal record should reflect unwavering commitment through both service and philanthropy, inspiring similar dedication in others. Finally, they must be forward-thinking leaders who can anticipate evolving needs and create innovative engagement opportunities that strengthen MIT’s global community.

3) How would you evaluate candidates for those qualities?

The evaluation of alumni leadership candidates should focus on three core areas: their advisory capabilities, institutional understanding, and future vision. Key assessment criteria include their success in building bridges across diverse alumni communities and their track record of collaboration with Association staff and MIT leadership. Structured interviews should examine specific examples of how candidates have translated stakeholder feedback into strategic recommendations.

Their grasp of MIT’s priorities and alumni needs can be evaluated through their volunteer history and demonstrated ability to connect different generations of alumni globally. References from past collaborators and review of their Association involvement will reveal their effectiveness in fostering meaningful engagement. The evaluation process should assess their listening skills during discussions and their ability to identify emerging trends in alumni engagement. Special attention should be paid to their history of service, participation, and giving, as these demonstrate sustained commitment to MIT’s community.

Degree Information

SB 2001, Chemical Engineering, MIT
MED 2004, Harvard University

Awards and Honors

Great Dome Award, 2019
Great Dome Award, 2013

Alumni Association Boards and Committees

Leadership Talent Pipeline Committee, Member, 2022–2023
Finance Committee, Member, 2022–2024
Leadership Talent Pipeline Committee, Member, 2021–2022
Program Committee, Member, 2021–2022
Alumni Association Board of Directors, Term Director, 2021–2024
Committee for Tech Day, Member, 2013–2015

MIT Class

Class Reunion Committee, Reunion Ambassador, 2015–2016
Class Reunion Committee, Member, 2010–2011

MIT Club and Affinity Group

BAMIT Capstone Event Committee, Member, 2018
BAMIT – Black Alumni of MIT, Corresponding Secretary, 2011–2012
BAMIT – Black Alumni of MIT, Clerk, 2011–2013

Educational Council

Educational Council, Educational Council Representative, 2024–2027

Annual Fund

24HR Challenge Ambassadors, Member, 2022
24HR Challenge Ambassadors, Member, 2019
24HR Challenge Ambassadors, Member, 2018

Other

Alumni Engagement Event Speaker, Speaker, 2019
Alumni Engagement Event Speaker, Speaker, 2018
Alumni Engagement BAMIT Volunteer, New Admissions Interviewer, 2017
Alumni Engagement Event Speaker, Speaker, 2013
Encompass Administration (User Access) Affinity Group, Administrator, 2012–2014
Career Advisor Institute Career Assistance Network, Member, 2011–2022

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

Over the past 18 years, I have had the privilege of serving in leadership roles across MIT’s alumni community at the class, club, and Institute levels. As a board member of the MIT Club of Northern California for the past 10 years, I have contributed to multiple nominating committees, helping to recruit new board members and identify standout alumni for awards and other recognitions. Prior to this, I served a term on the MITAA Board of Directors, gaining firsthand insight into the qualities that make an effective director and president. Additionally, my work on the Corporation Visiting Committee for Humanities has further sharpened my ability to assess strong volunteer leadership potential within the alumni base.

Outside of MIT, my career in business development and venture capital has given me deep expertise in evaluating and recruiting talent to deliver meaningful impact. These experiences, coupled with my commitment to the MIT alumni community, uniquely equip me to contribute thoughtfully to the AASC’s mission of identifying exceptional candidates to lead the Alumni Association.

2) What qualities are important in a president or term director?

A president must possess a clear vision that aligns with MIT’s mission to address global challenges and inspire innovation. They should be leaders in embracing the diverse voices within the alumni network, fostering connections across disciplines, geographies, and generations.

Term directors should bring strong experience and insights from across the volunteer landscape. In addition to individual directors, the board as a whole should be representative of the alumni base, encompassing diversity in regions, majors, and undergraduate/graduate degrees. Equally important is empathy—actively listening to understand the evolving needs of the MIT community and ensuring leadership decisions reflect shared values.

3) How would you evaluate candidates for those qualities?

Drawing on my experiences serving on the MITAA Board and recruiting talent for the MIT Club of Northern California Board, I would prioritize understanding candidates’ personal motivations and how they align with MIT’s values and community needs. I would assess their track record of success in leadership roles, their ability to articulate a compelling vision, and their demonstrated commitment to delivering value for our community. Most importantly, I would look for candidates who can collaborate effectively, ensuring the alumni network remains engaged, inclusive, and impactful.

Degree Information

SB 2006, Management, MIT
SB 2006, Humanities and Engineering, MIT

MIT Corporation

Corporation Development Committee, Member, 2016–present
Corporation Visiting Committee for Humanities, Member, 2017–2026

Alumni Association Boards and Committees

Alumni Association Board of Directors, Term Member, 2013–2015
Program Committee, Member, 2013–2015
Alumni Ad-Hoc Committee, Member, 2012–2013
Alumni Association Board of Directors, Young Alumni Director, 2012–2013

MIT Class

Fund Reunion Gift Committee, Member, 2015–2016
Class of 2006, Vice President, 2011–2016
Fund Reunion Gift Committee, Co-Chair, 2010–2011
Class of 2006, Chair Pi Reunion, 2008–2009
Class of 2006, Member at Large, 2006–2011

MIT Club and Affinity Group

Club of Northern California, Board Director, 2019–2025
Club of Northern California, Director, 2015–2019
Club of Puget Sound, Vice President, Membership, 2007–2009

Educational Council

Educational Council, Educational Council Representative, 2021–2024
Educational Council, Educational Council Representative, 2009–2011
Educational Council, Member, 2006–2009

Annual Fund

MIT10 Class Gift Committee, Co-Chair, 2010–2011
MIT10 Class Gift Committee, Member, 2008–2010
Fund 2006, Class Agent, 2006–2011

Other

UPOP Team Training Workshops Mentor, Volunteer, 2022–2023
Encompass Administration (user access), Administrator, 2019–2021
Campaign Better World SF, Host Member, 2016
Student Alumni Externship Program, Externship Sponsor, 2008–2010
Student Alumni Externship Program Sponsor, 2006
Career Advisor Institute Career Assistance Network, Member, 2006–2022
Freshman Leadership Program, Leader, 2002

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

Since 2003, I have had the privilege of serving the MIT alumni community in various roles, from regional club leadership to term director on the global board, contributing to initiatives like the Strategic Plan Review, Corporation Nomination Committee, Program Committee, and Club Council. I also serve as an advisory board member for the MIT Hong Kong Innovation Node, a role I’ve held since its inception in 2015. Over two decades, I’ve engaged with incredible alumni and faculty across generations, deepening my understanding of the global MIT community and its collective impact in addressing humanity’s most pressing challenges.

Professionally, I spent 20 years in traditional finance before becoming CEO of a private foundation in Hong Kong, overseeing its global investments and philanthropic programs. Beyond MIT, I serve on various boards, including Outward Bound Hong Kong, Andover Development Board, Andover Asia Council, the Art Museum of CUHK, and others, working with diverse stakeholders. These experiences have instilled in me the value of servant leadership and the importance of “doing good well” to create meaningful impact.

2) What qualities are important in a president or term director?

Over the past two decades, I have had the joy and honour of serving alongside five MITAA presidents, seven MIT Club of Hong Kong presidents, and approximately 100 dedicated term directors at both regional and global levels. While each has brought their own unique strengths, they all share core qualities that I believe are essential for a president or term director:

1. Integrity and Character: They exemplify the values and culture of MIT, serving as role models for the community.
2. Selfless Dedication: They prioritize the MIT community’s best interests, committing their time and energy out of genuine love for the Institute, not for ego or personal gain.
3. Strategic Vision and Action: They are both visionary thinkers and hands-on contributors, galvanizing the alumni community behind MIT’s and MITAA’s priorities (engagement, philanthropy, and culture) through mind, hand, and heart.
4. Compassionate Leadership: They lead with empathy, empowering others to grow and contribute their best.
5. Skillful Facilitation: They create and hold a safe and respectful space for constructive dialogue, even on sensitive or complex issues.

These are the qualities I would value the most for effective leadership in these roles.

3) How would you evaluate candidates for those qualities?

Drawing from my experience on the Corporation Nomination Committee, I imagine that a similarly robust process is in place to evaluate candidates for term directors. AASC members would collectively review and reflect on the data MITAA has on file, including the candidate’s volunteer profile, nomination letters, and references from department heads or MITAA staff.

From the candidate’s track record, we can assess their engagement with the Institute—both during their time at MIT and as alumni. This includes evaluating their choice and coherence of volunteer roles, the time and effort they’ve dedicated, and the tangible contributions they’ve made at regional or global levels. These insights help gauge their motivation, commitment, ability to represent MIT’s diverse alumni community, and their capacity to collaborate effectively and contribute meaningfully as a term director.

For candidates nominated to serve as president, they would likely be well-known to the AASC chair and members. In addition to the aforementioned data, AASC can draw on its collective wisdom to evaluate the candidate’s leadership style, including qualities such as empathy, empowerment, emotional intelligence, adaptability, inclusivity, and change management.

Degree Information

SB 2000, Management, MIT
MBA 2007, Harvard Business School

Awards and Honors

Great Dome Award, 2024
Harold E. Lobdell ’17 Distinguished Service Award, 2020

Alumni Association Boards and Committees

Program Committee, Member, 2023–2024
Ad-Hoc Committee on the Strategic Plan, Member, 2022–2023
Corporation Nominating Committee, Member, 2021–2023
Club Council, Member, 2021–2022
Alumni Association Board of Directors, Term Director, 2021–2024

MIT Class

Class Reunion Committee, Member, 2004–2005
Class Reunion Committee, Member, 2024–present

MIT Club and Affinity Group

Club of Hong Kong, Advisor, 2023–2025
Club of Hong Kong, Immediate Past President, 2019–2023
Club of Hong Kong, Leadership Development Committee, 2019–present
Club of Hong Kong, President, 2017–2019
Hong Kong Node Advisory Board, Member, 2015–present
Club of Hong Kong, Vice President, 2015–2017
Club of Hong Kong, Director, 2014
Club of Hong Kong, Secretary, 2014–2015
Club of Hong Kong, Vice President, Speaker Series, 2013–2015
Club of Shanghai, Committee Member, 2012–2013
Club of Hong Kong, Director, Greater China, 2009–2011
Club of Hong Kong, Vice President, Events, 2003–2005

Educational Council

Educational Council, Educational Council Representative, 2023–2026

Annual Fund

24HR Challenge Ambassadors, Member, 2020–present

Other

Encompass Administration (user access), Administrator, 2019–2021
MIT Insights Forum, Member, 2019–2021
Encompass Administration (user access), Club Administrator, 2014–2015

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

I am grateful for my journey as an MIT and IIT Madras alumnus, which was shaped by volunteer leadership experiences that instilled in me a passion for service, innovation, and progress amidst uncertainty—qualities I hope to bring to the AASC. Over ~20 years, I’ve held leadership roles with the MIT Alumni Club of Boston, Sidney-Pacific graduate alumni, as an MIT career advisor, and on the Graduate Alumni Council, engaging and inspiring alumni while building enduring programs and organizations. A proud moment was organizing virtual alumni reunions during the pandemic, transforming uncertainty into connection and resilience. As an IIT Madras alum—my undergraduate alma mater—I cofounded the Carbon Zero Challenge, a pan-India innovation contest engaging 1,000+ teams annually to address energy and environmental challenges. I also served as a founding board member of the IITM Energy Consortium, recruiting its CEO and securing industry partnerships that achieved sustainability within its first year. These experiences equip me well to collaborate with fellow AASC members to cultivate future leaders.

2) What qualities are important in a president or term director?

The Strategic Plan SP26 outlines the priorities and direction for the MIT Alumni Association, but its success hinges on leaders who can turn vision into action. Achieving the SP26 goals requires a step change in engagement, particularly among untapped cohorts such as alumnae, graduate alumni, MIT10, and alumni from underrepresented groups. These unprecedented times—for MIT and the world—pose unique challenges for volunteer-led organizations, making the AASC’s responsibility to select exceptional leaders both critical and demanding. Beyond a love for MIT and a commitment to service, I will seek leaders who demonstrate confidence in navigating uncertainty, empathy in listening, and creativity in engaging diverse communities. Exceptional leaders will also possess organizational experience, having successfully enhanced existing programs while pursuing novel ideas to address unmet needs.

3) How would you evaluate candidates for those qualities?

MIT alumni offer a deep bench of exceptional individuals from diverse backgrounds who bring varied experiences and perspectives. To evaluate candidates, I’ll look for evidence of resilience—how they learned from failures, navigated challenges, and inspired their teams with clear values and a forward-looking vision. Potential matters too, and I’ll consider how their innovative thinking could shape future opportunities for the MIT alumni community. I hope to work collaboratively with the AASC and Institute leaders to cultivate those who uphold MIT values and can chart bold new paths in uncertain times. Shaped by my MIT and non-MIT experiences, I value the contrast and cross-pollination of ideas they bring, knowing these perspectives are critical for cultivating visionary volunteer leaders.

Degree Information

SM 2001, Mechanical Engineering, MIT
PhD 2007, Mechanical Engineering, MIT

Awards and Honors

Great Dome Award, 2023
Great Dome Award, 2013
Honor Roll of Service (MITAA), 2007
Karl Taylor Compton Prize, 2005

Alumni Association Boards and Committees

Graduate Alumni Council, Member, 2020–2022
Committee for Grad Tech Day Hosts, Member, 2013
Legislative Advocacy Network, Member, 2011–present

MIT Club and Affinity Group

Club of Boston, At-Large Board Member, 2019–2020
Club of Boston, Immediate Past President, 2017–2019
Club of Boston, President, 2016–2017
Club of Boston, President-Elect, 2015–2016
Club of Boston, Vice President, Membership, 2013–2015
Club of Boston, Vice President, Lecture Series Programs, 2012–2013
South Asian Alumni Association, Co-Vice President Membership, 2011–2012
Club of Chicago, Vice President, Membership, 2009
Club of Boston, Vice President, Volunteer Development, 2006–2007

Annual Fund

24HR Challenge Ambassadors, Member, 2022
24HR Challenge Ambassadors, Member, 2021
Graduate Alumni Fundraising Committee, Solicitor, 2021–2022
24HR Challenge Ambassadors, Member, 2019

Other

Encompass Administration (user access), Administrator, 2019–2021
Alumni Engagement Career Guidance, Advisor, 2019–2025
Alumni Engagement Event/Activity, Volunteer, 2015
Alumni Engagement Event, Speaker, 2013
Encompass Administration (user access), Club Administrator, 2013–2014
Career Advisor Institute Career Assistance Network Member, 2013–2022
Career Advisor Institute Career Assistance Network, Member, 2012
Sidney-Pacific Alumni Weekend, Committee Member, 2012
Alumni Engagement Career Guidance, Panelist for Grad Std Career Symposium, 2008–present
Career Advisor Institute Career Assistance Network, Member, 2007–2011
Alumni Engagement – Terrascope, Volunteer, 2005–2006
Sidney-Pacific Graduate, Community Leader, 2003–2004
Graduate Student Council, Secretary, 2000–2001

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

• Served as president of Alumni Association and also as director
• Served as member of Corporation and member of the Executive Committee
• Served as member and chair of Visiting Committee for many years
• Served as chair and CEO of Analog Devices

2) What qualities are important in a president or term director?

• Be a good listener. Stay informed on major initiatives at MIT so that you can answer questions.
• Be a great communicator to keep people informed. Have time available to be deeply involved. Experience in working with alumni groups.

3) How would you evaluate candidates for those qualities?

• Interview and learn
• Check references
• Determine motivation to serve

Degree Information

SB 1957, Electrical Engineering, MIT
SM 1958, Electrical Engineering, MIT

Awards and Honors

National Academy of Engineering (NAE), 1992
Bronze Beaver Award, 1989
Marshall B. Dalton ’15 Award, 1989
Corporate Leadership Award, 1980

MIT Corporation

MIT Corporation Development Committee, Honorary Member, 2013–present
MIT Corporation Development Committee, Member, 2010–2013
MIT Corporation Visiting Committee EECS, Member, 2009–present
MIT Corporation, Life Member Emeritus, 2009–present
MIT Corporation Development Committee, Member, 2007–present
MIT Corporation Visiting Committee Sponsored Research, Member, 2005–2009
MIT Corporation Executive Committee, Member, 1994–2009
MIT Corporation Visiting Committee Linguistics & Philosophy, Member, 1993–2009
MIT Corporation, Life Member, 1993–present
MIT Corporation, Alumni Nominee, 1989–1993
MIT Corporation Visiting Committee EECS, Chair, 1989–2009
MIT Corporation Screening Committee for Recent Grads, Member, 1988–1989
MIT Corporation, Alumni Nominee, 1988–1989
MIT Corporation – Joint Advisory Committee, Ex-officio Member, 1987–1988
MIT Corporation, Ex-Officio Member, 1987–1988
MIT Corporation, Alumni Nominee, 1984–1987
MIT Corporation Visiting Committee EECS, Member, 1984–1989
MIT Corporation Development Committee, Member, 1983–2007
MIT Corporation Visiting Committee EECS, Member, 1980–1984

Alumni Association Boards and Committees

Alumni Association Board of Directors, Member, 1989–1990
Alumni Association Board of Directors, President, 1987–1988

MIT Class

Fund Reunion Gift Committee, Honorary Chair, 2006–2007
Class of 1957, Honorary Chair, 1996–1997
Fund Reunion Gift Committee, Solicitor, 1981–1982

Other

SoE Dean’s Advisory Council, Member, 2022–present
SoE Dean’s Advisory Council, Member, 2019–2022
SoE Dean’s Advisory Council, Member, 2017–2019
Start6 Entrepreneurship Workshop, Speaker, 2014
SoE Dean’s Advisory Council, Member, 2014–2017
Campaign BetterWorld Steering Committee, Member, 2012–present
Alumni Engagement Event, Commencement Speaker, 2010
President’s Advisory Council on Regional, Member, 2009–2017
SoE Dean’s Advisory Council, Member, 2007–2014
SoE Dean’s Advisory Council, Member, 2006–2007
SoE Dean’s Advisory Council, Member, 2004–2005
Alumni Engagement Venture Mentoring Service, Mentor, 2000–present
Campaign 2000 Steering Committee, Chairperson, 1999–2004
President’s Council, Member, 1997–2001
Alumni Engagement Senior Dinners, Chair, 1996
Alumni Engagement Senior Dinners, Host, 1989
Alumni Association Officer, President, 1987–1988
Campaign for MIT National Committee, Regional Vice Chair, 1987–1992
MIT Leadership Camp Leadership Committee, Solicitor, 1975–2009

Questions

1) How have your MIT and non-MIT board and leadership experiences prepared you to serve on the AASC?

My experiences as MIT volunteer, senior Institute staff member, and leader of a large nonprofit make me an excellent candidate for service on the AASC. My work as class agent, membership on the Annual Giving Board and Educational Council, and participation on reunion gift committees have demonstrated the impact volunteers can make. My 28 years in MIT’s Resource Development afforded me the opportunity to meet and engage with hundreds of graduates in MIT Clubs across the globe. As associate vice president and COO, I oversaw the successful $6B campaign and strategically partnered with the Alumni Association throughout. Outside of MIT, I served as president of the 400-member Massachusetts Chapter of the Association of Fundraising Professionals, responsible for recruiting board members to advance the mission. Success as MIT’s AA president will demand strong and focused leadership; my journey has provided me with the skills to enlist mission-aligned talent with integrity, passion, and drive.

2) What qualities are important in a president or term director?

Five qualities come to mind when thinking about a president or term director.

First, the incumbent must be a good listener and able synthesizer. MIT Alumni have strong and often conflicting opinions; it is important to factor and represent alumni views in important decision-making and policy reviews.

Second, the incumbent should be personable and authentic. The leader must be approachable and accessible. The incumbent must also be able to tell the story of their own MIT experience.

Third, the incumbent must be globally minded and strategic. MIT’s international footprint is critical to the future of research and humanity.

Fourth, the incumbent should have an appreciation for governance and consensus building. MIT is a complex institution requiring patience and deliberation.

Fifth, the incumbent should be practical and focused. A one-year term does not allow for a vast agenda; achievable priorities must be set in the short term and aligned with the long-term plan.

3) How would you evaluate candidates for those qualities?

Here the art of storytelling plays an important role. Based on the previously identified qualities, I would ask to hear five stories around the following:

• Describe a situation when you had a conversation with a colleague, volunteer, constituent, or family member and you discovered some new information or suggestion. How did you incorporate that discovery into action?
• Tell me your MIT story. Why did you choose to go there? What did you take away from the experience? How has your experience as an alum shaped your life?
• How do you think the world views MIT? How can the Institute make a difference to the planet?
• Tell me about something you have changed in a leadership or volunteer role. How did you engineer that process and what did you learn about change management?
• Describe your experience in short-term and long-term planning. How did you set priorities for the short-term?

Degree Information

SB, 1978, Civil and Environmental Engineering, MIT
MS, 1979, Stanford University
MBA, 1996, Babson College

Awards and Honors

Great Dome Award, 2024
Presidential Citation, 2004

Alumni Association Boards and Committees

Annual Giving Board, Member, 1984–1987

MIT Class

Fund Reunion Gift Committee, Member, 2022–2023
Fund Reunion Gift Committee, Member, 2002–2003
Class Reunion Committee, Member, 1997–1998
Class of 1978, Webmaster, 1997–1998
Fund Reunion Gift Committee, Member, 1997–1998
Fund Reunion Gift Committee, Chairperson, 1982–1983

MIT Club and Affinity Group

Club of Boston Committee, Volunteer, 2004–2005

Educational Council

Educational Council, Member, 1995–2001
Educational Council, Member, 1980–1983

Annual Fund

24HR Challenge Ambassadors, Member, 2019
Fund Telethon (Young Alumni), Solicitor, 1982–1984
Fund 1978, Class Agent, 1982–1985
Fund 1978 Solicitor, 1981–1982
Fund Telethon (LYBUNT) Solicitor, 1980–1983